Lecture 17: Praise Teams
Lecture: Praise Teams
It is important for praise team leaders to choose praise team members that are qualified spiritually and musically, then encourage and guide the team members effectively.
VI. Praise Teams
So many churches now consider the praise team as part of the life of the church. All the church committees are wonderful opportunities for community in the life of the church. It addresses an issue of how overcommitted people are to things. If we have people serving on committees, we should turn that committee into a community; a small group within the group that function in the face of accountability in a place of nurture and ministry. The praise team is a wonderful place for this. Spiritual maturity is important for a praise team leader because I expect this person to nurture others on his team. If I have people on my team, I can’t just treat them as employees and they have a job to do. They are sheep that need to shepherded. I was pleased that people were invited on the worship team with no experience at all. They wanted to serve so they were brought onto the praise team. There are lots of things a person like this can do on the team. They may not be a key musical person but they could be a member on the team. The last things that you want to do is to make a person feel like an employee by just being measured by their work. In general, this has concerned me about praise teams; for a praise team leader, often a church will get a person that is more musical oriented to be in charge. I would be concerned with overall spiritual maturity and theological education of such a leading person. This doesn’t mean that they have to have a seminary background but a serious student of the Word who has demonstrated their commitment to Christ. This person will be one of the key teachers of the church as our songs are educational messages in themselves.
So, I would want someone who is theologically astute, spiritual mature, and third, musically gifted. Being musically gifted would not the first on the list. This is similar to teacher recruitment in the church. I think this is a two-edged approach. Perhaps there is an issue on how a person got onto the team and so we have to address recruitment policies. I would follow a process by which there would be a mutual observation period. As a leader of this particular ministry, I would be searching for such a person in the church. Someone may be watching and become interested. If a person says that they really want to do this, we would have a trial period of three months observation perhaps. It would be understood that there would be an observation period. This is a trial period from both perspectives. I might even ask that person to demonstrate servanthood in some other capacity first. We end up evaluating from both directions. If I am thinking pastorally about this person, I might decide that this isn’t their primary area of giftedness, but there are other things and places they can serve. I might even be able to place them into a position in this particular area. There are ways to handle it that have both a front and back end. The front side involves a time of observation and care and if it is a spiritual matter that emerges, we may not automatically reassign them another ministry in the church.